Chapter 11

Question 1

Conflict

Answer 1

The process in which one party perceives that its interests are being opposed or negatively affected by another party – Based on perceptions; it exists whenever one party believes that another might obstruct its efforts, regardless of whether the other party actually
has those intentions

Question 2

Interpersonal conflict

Answer 2

Between individuals

Question 3

Intrapersonal conflict

Answer 3

Within individuals

Question 4

Conflict-is-bad perspective

Answer 4

Emphasises that organisations work best through harmonious
relations and that conflict undermines organisational effectiveness

Question 5

What are the consequences of the conflict is bad perspective

Answer 5

• Potentially reduces employee performance by consuming otherwise productive time
• Threatens personal needs and self-concept, which produces employee stress, reduces job satisfaction, and increases turnover
• Negative effect on information sharing

Question 6

Optimal conflict perspective

Answer 6

Organisations are most effective when employees experience some level of conflict (Dewey)

Question 7

What are the consequences of the ‘optimal conflict perspective’

Answer 7

• Potentially improves decision making – Energises people to debate issues and evaluate
  alternatives more thoroughly
• Prevent organisations from becoming nonresponsive to their external environment –
• Active thinking about customers, suppliers and other stakeholders
• In the case of external conflict: People tend to be more motivated to work together when faced with an external threat, which strengthens cohesion within the team

Question 8

Task conflict /constructive conflict

Answer 8

Type of conflict in which people focus their discussion around the task, in which different viewpoints occur while showing respect for people involved in that disagreement

Question 9

Relationship conflict

Answer 9

Type of conflict in which people focus their discussion on qualities of the people in the dispute

• Escalates more easily
• Dysfunctional as it threatens self-esteem, self-enhancement and self
  verification processes
• Triggers defence mechanisms and a competitive orientation between the parties
• Reduces mutual trust

Question 10

Minimising relationship conflict during task conflict

Answer 10

1. Emotional intelligence- Relationship conflict is less likely to occur, or is less likely to escalate when team members have high levels of emotional intelligence
2. Team development – Encourages mutual understanding and team cohesion
3. Adopting norms that support psychological safety (= a shared belief that it is safe to engage in interpersonal risk-taking) – Open-mindedness and tolerance

Question 11

psychological safety

Answer 11

a shared belief that it is safe to engage in interpersonal risk taking; specifically, that presenting unusual ideas, constructively disagreeing with the majority, and experimenting with new work
behaviors will not result in coworkers posing a threat to
their self-concept, status, or career

Question 12

According to the MODEL OF THE CONFLICT PROCESS the sources of conflict

Answer 12

• incompatible goals
• differentiation (Differences among people and work units regarding their beliefs, values and preferences (E.g.: generational diversity)
• interdependence (When one party perceives that its interests are being opposed or negatively affected by another party)
• scarce resources
• ambiguous rules (Uncertainty increases the risk that one party will interfere with the other party’s goals and encourages political tactics)
• poor communication

Question 13

What is according to the conflict process model the ‘conflict perceptions’

Answer 13

Usually produce negative emotions, including feelings of stress, anxiety, fear, frustration and/or anger – Can be positive through cognitive reappraisal of the conflict

Question 14

Manifest conflict /conflict episodes (conflict process model)

Answer 14

The stage where conflict becomes visible through behaviour –Represents each party’s decisions and behaviours towards the other

Question 15

Interpersonal conflict-handling styles: Follett

Answer 15

1. problem solving
2. Forcing
3. Avoiding
4. Yielding
5. Compromising

Question 16

win–win orientation

Answer 16

the belief that conflicting parties will find a mutually beneficial solution to their disagreement

Question 17

win–lose orientation

Answer 17

the belief that conflicting parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive

Question 18

Problem solving

Answer 18

Problem solving tries to find a solution that is beneficial for both
parties. This is known as the win–win orientation because people using this style believe the resources at stake are expandable rather than fixed if the parties work
together to find a creative solution

Question 19

Forcing

Answer 19

Forcing tries to win the conflict at the other’s expense. People who use this style typically have a win–lose orientation—they believe the parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive. Consequently, this style relies on “hard” influence tactics

NOTE: forcing is not always agressive, it can be speaking up and showing confiction

Question 20

Avoiding

Answer 20

Avoiding tries to smooth over or evade conflict situations altogether. A common avoidance strategy is to steer clear of the coworkers associated with the conflict. Another action is to minimize discussion of the sensitive topic when interacting with the other person.

NOTE: they can be very concerned about one or both party’s interest. But conclude that avoidance is the best strategy.

Question 21

Yielding

Answer 21

Yielding involves giving in completely to the other side’s wishes, or at least cooperating with little or no attention to your own interests.

Question 22

Compromising

Answer 22

Compromising involves actively seeking a middle ground between
the interests of the two parties. This occurs by calculating losses from concessions with equally valued gains, or at least trying to achieve similar levels of how much value each party sacrifices to reach agreement.

Question 23

What conflict-handling styles do people tend to choose?

Answer 23

They gravitate toward one or two conflict handling styles that match their personality, personal and cultural values and past experience

Question 24

The best style depends on the situation

Answer 24

Research: People from high collectivism cultures are motivated to maintain harmonious relations and thus are more likely to manage disagreements through avoidance or problem solving → Too simplistic? – Collectivism motivates harmony within the group but not
necessarily with people outside the group

Question 25

When is avoiding an effective conflict-handling style?

Answer 25

Avoiding is usually ineffective because it creates uncertainty and frustration. However, it can be useful in the short term if emotions are too high or if resolving the conflict would be too costly. It is also preferred in cultures that prioritize maintaining harmony.

Question 26

When is yielding an effective conflict-handling style?

Answer 26

Yielding is useful when the other party has more power, the issue is less important to you, or you lack confidence in your position. However, it can lead to unrealistic expectations and more conflict in the future.

Question 27

When is compromising a good conflict-handling style?

Answer 27

Compromising works best for simple, opposing conflicts where both parties have equal power. It is useful when time, trust, or openness for problem-solving is limited. However, it may lead to suboptimal solutions and negative emotions.

Question 28

superordinate goals

Answer 28

goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties

Question 29

third-party conflict resolution

Answer 29

any attempt by a relatively neutral person to help conflicting parties resolve their differences

Question 30

negotiation

Answer 30

the process in which interdependent parties with divergent beliefs or goals attempt to reach agreement on issues that mutually affect them

Question 31

best alternative to a negotiated agreement (BATNA)

Answer 31

the best outcome you might achieve through some other course of action if you abandon the current negotiation

Question 32

What is the distributive approach in negotiation?

Answer 32

A win-lose negotiation strategy where parties divide a fixed amount of resources.

Question 33

What is intergroup mirroring?

Answer 33

A process of documenting and comparing group perceptions to correct misunderstandings.

Question 34

You’re negotiating a job offer and want the best possible salary while having a minimum acceptable amount in mind. What three key points should you establish?

Answer 34

- Initial offer (starting request), - Target point (ideal outcome), - Resistance point (minimum acceptable salary).

Question 35

A company rotates employees across departments to reduce conflicts. Which conflict management strategy is being used

Answer 35

Reducing differentiation through shared experiences.

Question 36

Two departments have frequent conflicts. The company assigns an employee to coordinate their work. What strategy is this?

Answer 36

Using an integrator to reduce interdependence.

Question 37

What’s the difference between arbitration, inquisition, and mediation in third-party conflict resolution?

Answer 37

Arbitration: High control over the final decision, low control over the process. Inquisition: High control over both process and decision (least effective). Mediation: High control over process, low control over decision (best for employee satisfaction).

Question 38

How do gender differences affect negotiation outcomes?

Answer 38

Women prioritize relationships, are more likely to be deceived, and receive less generous offers. Female negotiators using firm tactics are viewed less favorably than men using the same tactics.

Question 39

In negotiation, the ______ is the zone between the parties' resistance points.

Answer 39

Bargaining zone.

Question 40

_____ creates buffers, reduces direct interaction, and combines jobs to manage conflict.

Answer 40

Reducing interdependence.

Question 41

What is the integrative approach to negotiation?

Answer 41

A win-win strategy where negotiators work together to expand resources rather than just divide them.

Question 42

What are the key situational factors in a negotiation environment?

Answer 42

Location – Negotiating on your own turf provides familiarity and comfort. Physical setting – Seating arrangements can influence win-lose vs. win-win attitudes. Audience characteristics – Direct surveillance can make negotiators more competitive

Question 43

A company creates strict rules and procedures to prevent misunderstandings in teamwork. Which conflict management strategy is this?

Answer 43

Clarifying rules and procedures.

Question 44

Two departments constantly conflict over limited resources. Instead of negotiating, the company increases overall resources. What approach is this?

Answer 44

Increasing resources to reduce conflict.

Question 45

What’s the difference between process control and decision control in third-party conflict resolution?

Answer 45

Process control – The third party controls how negotiation happens. Decision control – The third party controls the final outcome

Question 46

What are the four strategies for reducing interdependence in conflict management?

Answer 46

1. Creating buffers – Loosens the connection between work units. 2. Using integrators – Assigning coordinators to manage interactions. 3. Combining jobs – Reducing interdependence through job enrichment.

Question 47

What are the three key perceptions in intergroup mirroring?

Answer 47

1. How the group perceives itself. 2. How it perceives the other group. 3. How it believes it is perceived by the other group.

Question 48

True or False: The distributive approach to negotiation focuses on expanding available resources so both parties benefit.

Answer 48

False – The distributive approach is a win-lose strategy where resources are divided from a fixed amount. The integrative approach focuses on expanding resources for a win-win outcome.

Question 49

True or False: Mediation gives a third party high control over both the process and the final decision in conflict resolution.

Answer 49

False – Mediation gives the third party high control over the process but low control over the final decision, allowing parties to resolve their disputes themselves.

Question 50

True or False: Weak ties in social networks can be more valuable than strong ties for job hunting and career growth.

Answer 50

True – Weak ties connect you to diverse networks, providing access to unique job opportunities and information that strong ties (close friends) may not have.

Question 51

The negotiation process

Answer 51

1. gather information: The more you know, the better you can negotiate—but be smart about how and when you share information! 2 Manage Concessions: are adjustments made to move closer to the other party’s position, best given in small steps with clear labeling and an expectation of reciprocity to signal priorities and build good faith 3. Manage time: As deadlines approach, negotiators tend to make more concessions, especially under time pressure or "exploding offers," while longer negotiations increase commitment, making it harder to walk away 4. Build the relationship: Trust keeps negotiations focused on issues, encourages future discussions, and enables information sharing for mutual gains, built through shared interests, first impressions, kept promises, and emotional intelligence